Agile Leadership Network - Bengaluru Chapter Presentation

1. Agile Management
driving leadership & complexity of change
Ravi Kumar
HCL Technologies Ltd.
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Thursday, 8 November 12

2. agenda
agile management & roles – quandary vs conundrum
many manifestos and agile principles – where is
focus on management?
obstacles for agile
software development - a complex adaptive system
views of management
measurements
future of management
where do we go from here
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Thursday, 8 November 12

3. agile management & roles
Servant leader &
facilitator – SCRUM
Master
Owner of project vision &
represents the customer –
Product Owner
Project Manager – Where
does he fit now?
http://socialneteffect.com/social-media-marketing-2/quandary-vs-conundrum
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4. management & project failures
"Poor management can
increase software costs
more rapidly than any
other factor."
—Barry Boehm
http://geekandpoke.typepad.com/geekandpoke/2007/08/page/3/
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5. uncertainty & urgency
Accept Uncertainty, a g ile
Manage with
Transparency
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6. agile manifesto
http://agilemanifesto.org/
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7. agile principles
Our highest priority is to satisfy the customer Working software is the primary measure of
through early and continuous delivery progress.
of valuable software.
Agile processes promote sustainable
Welcome changing requirements, even late in development. The sponsors, developers, and
development. Agile processes harness change for
Which of these
users should be able to maintain a constant
the customer's competitive advantage. pace indefinitely.
Deliver working software frequently, from a Continuous attention to technical excellence
couple of weeks to a couple of months, with a and good design enhances agility.
principles is focused on
preference to the shorter timescale.
Simplicity--the art of maximizing the amount
Business people and developers must work of work not done--is essential.
together daily throughout the project.
management?
Build projects around motivated individuals. Give
them the environment and support they need,
and trust them to get the job done.
The best architectures, requirements, and
designs emerge from self-organizing teams.
At regular intervals, the team reflects on how
to become more effective, then tunes and
The most efficient and effective method of adjusts its behavior accordingly.
conveying information to and within a development
team is face-to-face conversation.
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8. manifesto for software
craftsmanship
7 http://manifesto.softwarecraftsmanship.org/
Thursday, 8 November 12

9. declaration of interdependence
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10. obstacles for agile
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11. obstacles for agile
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12. complex adaptive systems
e
ar
ftw e nt
so opm
vel
de
wikipedia
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13. complex adaptive systems
cognitive-edge.com
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14. 6 views of agile management
Align Constraints
Develop Competence
Grow Structure
Improve Everything
Energize People
Empower Teams
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15. situational leadership
o ut
in g ab
sion-mak ey
d deci ho w th to ge
t
hare an d ed ion
s
task
s plish nicat al
the acco
m co m mu d ivi du
o uld
be -way the in
sh two fro m
in”
“b u y
d, on
in volve un icati
still co mm
r is an d y
nage
r
ma nage sib ility On e-wa ma
spon pass
ed the
b ut re are fro m
o rity
auth
15 http://www.informit.com/articles/article.aspx?p=1675546
Thursday, 8 November 12

16. organizational style
n en
betwee b etwe
ination by t
he ation s
d din team
Co or l tea
ms Co or ction
al s
ction
a
selve
s
s- fu n em selve
fu n s th
em cros am s th
team h e te
by t
n
n betwee
betwee dina
tion team
s
na tion s is Co or tion
al
or
Co o r di lteam s -fun
c
ag e r
iona rs cros an
fu n ct a nage e ct m o ve
by m proj ie s ab
or m e
d by a ut horit
perf er a s
oth team
the
http://www.informit.com/articles/article.aspx?p=1674234&seqNum=10
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17. governance vs anarchy
CHAOS - Absence of order (presence of disorder)
COMPLEXITY - Absence of imposed (top-down) order
http://www.informit.com/articles/article.aspx?p=1675545
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18. improvement initiatives
Process improvement Initiatives don’t work
Implementation of Lean Six
Sigma
Identifying and elimination
of waste is promiscuous
Geared only towards
process refinement or
efficiency
Design for Six Sigma(DFSS)
model might be effective
alternate.
http://www.bpminstitute.org/resources/articles/what-bpm-anyway
initiatives are primarily focused on quality and estimation improvement, that is, better control over scope, time, and
resources, whilst maximizing the production rate through use of quality improvement techniques such as peer code
reviews
- De Marco & List: Peopleware
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19. measurements
Measures must help improving & decision making
not just tracking
Earned Value (EV) as a measure for
agile projects will not work
agile projects are non linear
Plans often change and so does feature values Inappropriate
for agile
First time right in agile projects
often misconstrued for not changing code after
delivered
CFDs are good for visualization
helps tracking and cycle time
can be customized to depict value delivered
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20. the end & future of management
“We are all prisoners of
our paradigms. And as
Managers, we are captives
of a paradigm that places
the pursuit of efficiency
ahead of every other
goal…”
“21st century managers are still obsessing over the same problems that
occupied his inventive mind a hundred years ago”
- Fredrick Winslow Taylor
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21. agile management - where from
here?
So what if agile principles don’t talk about management
Look for lean practices to compliment in the agile journey.
agile management roles must embrace responsibilities.
Software development is a Complex matter
Borrowing practices blindly may not yield desired results
Be agile about the way you go about adopting agile
Organization change management centered around people and continuous
improvement is critical
One true agile…there’s nothing like that
Adapting and evolving pays better dividends over striving for efficiency.
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22. Thank you!!
ravikumar.rk@gmail.com
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